132
Clearly the challenges around maximising supplier innovation have not come about as a result of SRM. Indeed SRM was, and still is, thought to be the ideal vehicle for unlocking this potential. In order to examine this further we asked companies to indicate how they are approaching innovation and how the challenge is being presented to the sell side. Firstly we asked sell side companies if they believed being engaged in a customer SRM programme had helped them present innovative ideas more easily. The results indicate that the majority of sell side respondents believe it has helped with 31% reporting it helped quite a lot and 14% that it has helped greatly.
Figure 6.3. SRM helped innovation? – sell side
DON’T KNOW 2%
NOT HELPED 6%
HELPED GREATLY 14%
HELPED QUITE A LOT 31%
HELPED A LITTLE 47%
Another area to examine is how sell side companies are being engaged by the buy side and what they are being asked to do. This indicates the degree to which ‘guided innova- tion’ is employed to give sell side organisations a better defined innovation challenge. The results tell us that guided innovation is used by the majority of buy side organisations with this being confirmed by sell side feedback.
Figure 6.4. Degree to which guided innovation is used – buy side / sell side
55%
■ BUY SIDE ■ SELL SIDE
46%
43%
24%
7% 5%
6% 5%
5%
2%
ALWAYS
OFTEN
OCCASIONALLY
NEVER
DON'T KNOW
Powered by FlippingBook